Action Plan for People Management in the Health Service

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Improving I.R. Performance Management Implement LRC Report Enhance H.R. Concept Systems Pilotsites Evaluation Implementation Implement Protocols Mediation Invest in Training & Education Managing People EffectivelyImprove Quality of Working Life Best Practice Policies & Procedures Develop Partnership Open Communications/ Inquisitiveness Management Competencies Training Communication Service Planning People Serving People Links with Education Sector Innovative Learning Competencies Strategic Approach Partnership Training & Development Training & Development Change Management Further Communication Mainstream Partnership Service Planning Employee Well Being Equality & Diversity Security of Employment Work-Life Balance Communications Data Bank Evaluate Effectiveness Communicate Contents Minister for Health and Children’s Foreword 1 Introduction 2 Theme 1: Managing People Effectively 8 Theme 2: Improve the Quality of Working Life 12 Theme 3: Devising and Implementing Best Practice 18 Employment Policies and Procedures Theme 4: Developing the Partnership Approach Further 22 Theme 5: Investing in Training, Development and Education 29 Theme 6: Promote Improved Employee and Industrial Relations 35 Theme 7: Developing Performance Management 43 Implementation 49 Implications for all Stakeholders 51 Glossary 59
The health service is about “People Serving People”. The service is delivered in multiple locations and by almost 100,000 individuals. Each person, who works in the health service, whether in a full time or part time capacity, plays a crucial role in the provision of quality health care. When I launched the new National Health Strategy “Quality and Fairness – A Health System for You” I did so acknowledging that a number of the objectives had to realised in a short time frame. Clearly the Action Plan for People Management is and will remain an essential component of the change programme that is required. The challenges posed by “Quality and Fairness” are significant, and will require new approaches. In the health sector, where service delivery is almost completely dependent upon people this will require new approaches to the management of those charged with service delivery. This action plan has been developed in a consultative manner, and many of the key stakeholders on both the management and union sides have played an important role in ensuring its completion. The plan acknowledges and recognises many of the difficulties that have beset people management in recent years. Whilst there is a common objective of improved patient outcomes, often there have been differences of opinion in achieving that objective. These differences have led to conflict and have impacted on morale. This action plan will help to address these issues. It provides the blueprint for improving the management of people, and continuing to foster the partnership approach of working together. The action plan has set out a lot of straightforward and practical steps that can be taken to make a positive impact, whilst also addressing issues that have a longer strategic effect. The difficulties of the past number of years can be addressed by working together to implement the type of change that is required, and by doing this in a manner, which is as inclusive as possible. I believe that this action plan has identified not only the key areas that need to be addressed, but also how best to proceed. If we work together to implement this action plan I believe it will play a vital role in achieving the objectives of “Quality and Fairness”. Micheál Martin, T.D. Minister for Health and Children Minister for Health and Children’s Foreword Foreword 1
Page 1: Quality & Fairness - A Health Syste
Page 5 and 6: The development of the action plan
Page 7 and 8: � Mr Matt Merrigan, National Secr
Page 9 and 10: Resources In developing the APPM it
Page 11 and 12: Action 1.1 Develop a Culture of Ope
Page 13 and 14: Action 1.3 Train Managers in People
Page 15 and 16: Action 2.1 Promote Employee Well-be
Page 17 and 18: Action 2.3 Review the Basis of Temp
Page 19 and 20: Action 2.5 Enhance Communication in
Page 21 and 22: Action 3.1 Establish a Databank of
Page 23 and 24: Action 3.3 Ensure Policies and Proc
Page 25 and 26: Action 4.1 Mainstream Partnership A
Page 27 and 28: Action 4.3 Use a Partnership Approa
Page 29 and 30: Action 4.5 Adopt a Partnership Appr
Page 31 and 32: Theme 5: Investing in Training, Dev
Page 33 and 34: 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 Activ
Page 35 and 36: Action 5.3 Further Develop On-the-J
Page 37 and 38: Theme 6: Promote Improved Employee
Page 39 and 40: Action 6.2 Create a National Databa
Page 41 and 42: Action 6.4 Initiate Screening Proce
Page 43 and 44: Action 6.6 Develop a Template for t
Page 45 and 46: Theme 7: Developing Performance Man
Page 47 and 48: Action 7.2 Communicate Understandin
Page 49 and 50: Action 7.4 Commission Independent E
Page 51 and 52: Implementation The action plan sets
Page 53 and 54:
Implications for all Stakeholders I
Page 55 and 56:
� As a result of an increased emp
Page 57 and 58:
time (starting in 2003) by the deve
Page 59 and 60:
� The increased emphasis on partn
Page 61 and 62:
Glossary APPM Action Plan for Peopl
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Action Plan for People Management in the Health Service

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